Unit of competency Outline

Date retreived
23/07/2026 4:52 PM AWST

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Manage human resources

Manage human resources

Unit of competency
National Code
PUAMAN003B
State Code
AVM98
TGA Status
Replaced
DTWD Status
Replaced
Current Release Number
3.00
Current Release Date
02/05/2013
View on TGA
State Implementation and Classification
Approved Date
Field of Education
080303 - Human Resource Management
Original Release Date
Nominal Hours
70
Description
This unit covers the competency to manage and develop human resources to achieve organisation's operational objectives.
Notes
Elements and Performance Criteria
1. Lead and motivate people
  • 1.1 Goals for people and teams to optimise achievement in work tasks are established and agreed upon.
  • 1.2 Goals are unambiguous and take into account the capabilities of people and teams.
  • 1.3 Advice and support sensitive to the individual's needs is provided to people in the performance of their duties.
  • 1.4 Activities are undertaken to achieve commitment to common goals.
  • 1.5 Initiative and innovation are recognised and encouraged.
  • 1.6 Achievements are recognised and communicated within the organisation.
2. Undertake human resource planning
  • 2.1 Human resource needs are determined/reviewed within the anticipated operational needs and allocated budget.
  • 2.2 Alternatives to staffing levels which clearly demonstrate returns to the organisation are analysed.
  • 2.3 Contingency plans for staffing are developed which meet key provisions of the human resources plan.
  • 2.4 Existing competencies of staff are compared with the needs of the work group.
  • 2.5 Staffing levels are planned and negotiated with stakeholders within the organisational framework to achieve maximum efficiency of operations.
3. Develop and facilitate performance
  • 3.1 Performance criteria are negotiated and agreed upon with individuals, teams and work groups.
  • 3.2 Performance criteria are reviewed as circumstances change.
  • 3.3 Performance appraisal is conducted, based on clearly established and agreed performance criteria.
  • 3.4 The total performance development system identifies and proposes strategies to rectify performance shortfalls and recognise success.
  • 3.5 Performance problems are addressed confidentially and in a constructive and timely manner, in line with relevant organisational procedures.
  • 3.6 Selections, transfers and promotions are made in accordance with organisation policies and supported with documented information.
  • 3.7 Mechanisms are developed and implemented for the identification of human resource development needs within the work group taking account of the strategic plan for the organisation.
4. Facilitate training, education and development opportunities
  • 4.1 Information on planned training events is made widely available throughout the organisation.
  • 4.2 Training, education and development plans are included as part of individual/team performance plans.
  • 4.3 Individual/team access to, and participation in, training, education and development opportunities is facilitated.
  • 4.4 Coaching and mentoring contribute effectively to the training, education and development of personnel in an environment of change.
  • 4.5 Training, education and development opportunities enhance individual, team and organisational performance.
  • 4.6 A workplace environment is created which facilitates training, education and development.
5. Develop and implement issue resolution and grievance procedures
  • 5.1 Problem solving/issue resolution procedures are established within legislative requirements and organisation's guidelines.
  • 5.2 Grievances and complaints are managed in a timely and caring way to optimise likelihood of a favourable outcome for all parties and in line with organisational objectives and procedures.
  • 5.3 Individual's rights and obligations under industrial awards/agreements and legislation are documented and communicated in a clear and concise manner and in appropriate language.
  • 5.4 Hearings, interviews and meetings are conducted within the principles of industrial democracy and participative, consultative processes.
  • 5.5 All relevant industrial parties are identified and invited to participate in the resolution process.
6. Manage disciplinary matters
  • 6.1 Disciplinary matters are implemented in accordance with organisation's procedures.
  • 6.2 Investigations are conducted in a caring and confidential manner to maintain performance and morale.
  • 6.3 Feedback is provided promptly.
  • 6.4 Appeals processes are instituted in accordance with organisational procedures.
  • 6.5 Deficiencies in procedures are recognised and recommendations for change are made.
The Range Statement relates to the Unit of Competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording in the Performance Criteria is detailed below.
Analysis of human resources development need may include:
task/skills analysis
competency standards
skills audit
performance planning
succession planning
group dynamics
organisational behaviour
personality profiles
Performance measures may include:
completion of task
achievement of new competencies
development of new skills
attainment of new knowledge
personal development
Training, education and development opportunities may include:
formal courses
structured training programs
on the job training
staff development seminars and conferences
exchanges/rotation/secondments
project work
mentoring/coaching
action learning
Stakeholders may include:
unions
associations
employers
individuals
workgroups
teams
Industrial matters may include:
identified awards and agreements
organisation policies
government industrial relations policies
workplace customs and practices
industrial court and commission rulings
reference to industrial disputation
Selections, transfers and promotion may include:
organisation procedures and guidelines
government guidelines
occupational health and safety
equal employment opportunity
affirmative action
anti-discrimination
personnel selection
Disciplinary action may include:
relevant organisation procedures
legislation
acts and ordinances
natural justice and fairness
Management philosophy and practices include:
leadership principles
human resource planning
performance management
issue resolution
learning organisation
Critical aspects for assessment and evidence required to demonstrate competency in this unit
It is essential for this unit that competence be demonstrated in the application of human resource management in a wide range of contexts in achieving the organisation's objectives.
Consistency in performance
Evidence should be gathered over a period of time in a range of actual or simulated workplace environments.
Context of and specific resources for assessment
Context of assessment
Evidence of competent performance should be obtained by observing an individual in a management role within the workplace or exercise or operational environment. Knowledge may be assessed through written assignments, project reports, debriefings and action learning projects.
Specific resources for assessment
No special requirements.
Replaced By
State Code National Code Title Type
OAY25 PUAMAN003 Manage human resources Unit of competency
No information